The HP Business Intelligence Maturity Model: Describing the BI ...

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Table of contents A winning formula for BI success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Stage 1: Running the business ....................................................... 3 Stage 2: Measuring and monitoring the business .......................................... 4 Stage 3: Integrating performance management and intelligence ............................... 5 Stage 4: Fostering business innovation and people productivity ................................ 6 Stage 5: Creating strategic agility and differentiation ...................................... 7 Conclusion .................................................................... 7 For more information ............................................................. 7
BI Maturity Model Business Enablement Creating strategic agility and differentiation Foresight Fostering business innovation and people productivity Knowledge Integrating performance management and intelligence Insight Measuring and monitoring the business Information Running the business Facts and data Stage 1 Operation Project Activity Ad Hoc Solutions A winning formula for BI success Stage 2 Improvement Project Project Mgmt. Mgmt. Localized Solutions For well over a decade, companies have invested in a variety of business and IT initiatives that strive to improve decision-making and intelligence capabilities. As a result, they have a rich set of building blocks to leverage as they work toward a more integrated, agile business intelligence environment. Understanding how to leverage their BI investments fully while evolving to the next level of maturity can, however, be difficult. A BI maturity model can be invaluable in this process as it outlines a path forward and helps companies work toward closer alignment of their business and IT organizations. HP has developed a BI Maturity Model as a context for describing the evolution of our clients’ BI capabilities. The model is based on our experiences with clients across a wide range of industries. It represents a formula for success that is a function of three capabilities: business enablement, information technology, and strategy and program management. The business enablement dimension describes the advancing nature of the types of business needs and problems that are solved with BI solutions. The information technology dimension describes the advancing nature of the information solutions a company adopts to serve a variety of business needs. Stage 3 Alignment Program Program Mgmt. Mgmt. and and Governance Governance Shared Resources Stage 4 Empowerment Portfolio Mgmt. Enterprise Operationalized Stage 5 Transformation Service Mgmt. Enterprise Services Strategy Stra Strategy and Prog Program Mana Management Information Technology The strategy and program management dimension describes the advancing nature of management skill as a key enabler and catalyst for BI success. In this white paper, we look at the characteristics of companies in each stage of the BI journey across these three dimensions. We also describe the steps companies must take to advance their capabilities from one level to the next. Stage 1: Running the business Many organizations are still in the early stages of making core BI investments. These might include new companies that are just beginning to think about BI, but might also encompass organizations that have already been through several false starts with BI and are revisiting their basic BI strategy. This is the beginning stage in which frameworks are being laid and concepts are being formed, often at the departmental or local level within an enterprise. In Stage 1, BI is necessary to pull in facts and data as needed to simply run the business. Business enablement in Stage 1: Business needs are focused on the enhancement of basic reporting and analysis capabilities, with spreadsheets often used as the BI tool of choice. BI consumers are mostly concentrated among executives and managers, with a small group of analysts or operations users 3
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